because from the overflow of the heart the mouth speaks (Matt. 12:34)

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MANAGEMENT MEMOS. We can’t avoid them.
But, I assure you, we can reduce them tremendously if we simply take a moment to think. When something goes so wrong that a manager feels the need to address it with one reprimanding, blanket, team memo that’s usually the very time a memo should not be sent. Corrective blanket memos are rarely, if ever, needed. In our company they are not even allowed because they do more harm than good. Our managers have to work harder than that.

Public praise? Sure. Education and training? Absolutely. But keep criticism private and accurately directed. If you’re a manager, always consider the math.

Is this an isolated issue? Are only a few people involved? Then why should the entire group be addressed? A blanket memo addressing an entire group is about as immature as a subtweet and will garner about the same level of respect. Passive aggressive anonymity appears weak and transparent, even snarky. Savvy readers know who you’re talking about and get irritated with you wasting their time, requiring them to read a memo that has nothing to do with them. Even using “we” won’t hide that you’re addressing others, not yourself. Plus the offending party will likely think it’s about someone else anyway. Or worse, they’ll resent you for calling them out in front of the team while the other team members learn to distrust you for that practice. Corrective group memos either cause bad energy or get ignored. Good leaders get to the source of the problem and deal with it directly.

Is this a total team fail that you think warrants a group memo since everyone was involved? Think again. When everyone on the team makes the same mistake, including managers and trainers, you need to look for a system flaw. And who is in charge of the system? You, the manager. Take a little time to go over the routine and consider the possibility of some systematic failure – a gap somewhere, a missed step maybe, distraction perhaps – some reason why something bad would go unnoticed or be mishandled by an entire team for so long. Good leaders get to the source of the problem, remember? The source of a total team fail is always the system put in place by leadership.

My husband, who is also a coach, once told me he never understood coaches who publicly reprimand players after the fact for not doing something they didn’t know to do. He said that just exposes what the coaches failed to teach. A good coach teaches before the play, recognizing that a player’s mistakes reveal what still needs to be taught.

When addressing problems, remember, people support what they help create. So rather than cracking whips and breaking employees down, try collaborating. Maybe start with something surprisingly vulnerable, like, “Hey guys, I need your help.”

If you push something on me I will push back in reaction. Shove someone and they’ll shove back. So pull instead. Pull the blame on yourself. Be honest. Say, “My system has failed,” and offer supporting details. Their natural tendency will then be to pull the blame back on themselves. Hmm, that might not be the manager’s fault. Surely we knew better. Tell your team what happened on your watch and invite suggestions for improvement because the responsibility is yours, not theirs. If they could do everything right without you, they wouldn’t need you. Or, more likely, you’d be working for them. Ultimately, it’s the manager’s job to ensure the success of the team. If they all screw up, it’s the fault of the leader. So set the example and take responsibility yourself.

Deal directly with the source and spare everyone else the stress. When you discover the source of the problem is you, own it and be honest. Your team will realize (without you telling them) that as part of your team they are collectively to blame. What’s more, they won’t get defensive or resist correction because you didn’t heave the blame on them. They’ll respect that you were strong enough to hold yourself accountable and follow your lead. In the end, you still get what you need – they know where they failed and the correction happens anyway – but it’s handled as a team with a leader who is confident enough to accept responsibility. Rise above the corrective group memo and go straight to the source of the problem, even if the problem is you. Correction: especially if the problem is you.